International Journal of Social Sciences and Economic Management, 2025, 6(1); doi: 10.38007/IJSSEM.2025.060110.
Jing Liu
Department of Graduate, China Foreign Affairs University, Beijing, China
With Saudi Arabia, Egypt, the UAE, Iran, and Ethiopia officially joining BRICS, the organization has once again become the focus of global attention. Will BRICS cooperation grow into a more influential organization on the world stage? What impact might this have on China’s export trade? Following this expansion, BRICS has evolved into an economic bloc accounting for 28% of global GDP, 45% of the world’s population, and 21% of global trade volume. Enhancing trade facilitation within BRICS can further integrate member economies, allowing them to leverage comparative advantages and achieve mutual benefits. This study constructs a trade facilitation framework and applies the Analytic Hierarchy Process (AHP) to evaluate trade facilitation levels among the ten BRICS countries. The findings reveal significant disparities in trade facilitation levels, with most countries showing relatively low performance. China, India, and South Africa maintain relatively stable and moderate facilitation levels, while Saudi Arabia fluctuates between moderately facilitated and relatively facilitated levels. The UAE exhibits the highest facilitation, oscillating between relatively facilitated and highly facilitated. The other five countries remain at low facilitation levels. An extended gravity model is then employed to empirically analyze the impact of trade facilitation on China’s export trade and to estimate China's export trade potential. With the historic expansion of BRICS, this may signal a new era of closer cooperation in trade facilitation and economic collaboration, fostering shared development among BRICS nations.
BRICS, trade facilitation, trade potential, economic and trade cooperation
Jing Liu. Study on the Impact of BRICS Trade Facilitation on China's Exports and Export Potential. International Journal of Social Sciences and Economic Management (2025), Vol. 6, Issue 1: 101-123. https://doi.org/10.38007/IJSSEM.2025.060110.
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